Leadership and career aspirations in female and male middle managers : A cross-cultural study in Malaysia and Australia
- Authors: Jogulu, Uma
- Date: 2008
- Type: Text , Thesis , PhD
- Full Text:
- Description: Western research dominates in areas of theories and models which describe organisational behaviours, human resource management and workplace participation. However the 21st century brings new challenges. Findings to-date suggest that attitudes and values are strongly culture specific therefore many facets now require re-thinking by human resource specialists and organisational behavioural theorists. For instance, the globalisation of the market economy has dramatically changed the contemporary business environment. As a direct consequence of the globalisation process, the nature of organisational structures and workforce diversity has also changed. Such changes may make the application of Western theories less relevant to explain behaviours and attitudes of contemporary employees around the world. Therefore, there is a need for expanding our cross-cultural understanding in order to provide practical knowledge to enhance people and business management so that organisations can remain successful nationally and internationally. Comparative cross-cultural studies are required to expand on Western theories and models. The present study acknowledged and regarded the importance of cross-cultural studies to date, and endeavoured to expand on the extant knowledge by providing specific information relating to two diverse countries. The aim of the research project is to examine two measurable areas of organisational behaviours namely leadership styles and managerial career aspirations of female and male managers in Malaysia and Australia to explore the similarities and differences between the groups. The study found differences within and between female and male managers in Malaysia and Australia in terms of leadership styles, perception of effectiveness, perceptions towards managerial career aspirations and perceived promotion opportunities during the quantitative and qualitative data collection stages. The study concludes by providing empirical evidence to refute the universality of Western theories and models in all cultures. The analysis of both quantitative and qualitative data revealed significant differences in terms of values, behaviours and attitudes of managers in the two diverse cultures which have important implications for work and employment. This suggests that Western theories and models of organisational behaviour and workplace participation are not universally applicable, appropriate or relevant in all cultural environments. Implications for theory and practice in the light of an enhanced cross-cultural understanding were recommended.
- Description: Doctor of Philosophy
- Authors: Jogulu, Uma
- Date: 2008
- Type: Text , Thesis , PhD
- Full Text:
- Description: Western research dominates in areas of theories and models which describe organisational behaviours, human resource management and workplace participation. However the 21st century brings new challenges. Findings to-date suggest that attitudes and values are strongly culture specific therefore many facets now require re-thinking by human resource specialists and organisational behavioural theorists. For instance, the globalisation of the market economy has dramatically changed the contemporary business environment. As a direct consequence of the globalisation process, the nature of organisational structures and workforce diversity has also changed. Such changes may make the application of Western theories less relevant to explain behaviours and attitudes of contemporary employees around the world. Therefore, there is a need for expanding our cross-cultural understanding in order to provide practical knowledge to enhance people and business management so that organisations can remain successful nationally and internationally. Comparative cross-cultural studies are required to expand on Western theories and models. The present study acknowledged and regarded the importance of cross-cultural studies to date, and endeavoured to expand on the extant knowledge by providing specific information relating to two diverse countries. The aim of the research project is to examine two measurable areas of organisational behaviours namely leadership styles and managerial career aspirations of female and male managers in Malaysia and Australia to explore the similarities and differences between the groups. The study found differences within and between female and male managers in Malaysia and Australia in terms of leadership styles, perception of effectiveness, perceptions towards managerial career aspirations and perceived promotion opportunities during the quantitative and qualitative data collection stages. The study concludes by providing empirical evidence to refute the universality of Western theories and models in all cultures. The analysis of both quantitative and qualitative data revealed significant differences in terms of values, behaviours and attitudes of managers in the two diverse cultures which have important implications for work and employment. This suggests that Western theories and models of organisational behaviour and workplace participation are not universally applicable, appropriate or relevant in all cultural environments. Implications for theory and practice in the light of an enhanced cross-cultural understanding were recommended.
- Description: Doctor of Philosophy
Perceptions of effective leaders : Cross cultural influences
- Authors: Jogulu, Uma , Wood, Glenice
- Date: 2008
- Type: Text , Journal article
- Relation: International Journal of Knowledge, Culture and Change Management Vol. 8, no. 1 (2008), p. 113-120
- Full Text:
- Reviewed:
- Description: This paper suggests that values, attitudes and behaviours are strongly culture specific. Therefore, it is contended that if culture exerts an influence in behaviours and attitudes of people it will be evident in the way leadership is perceived or traits of effective leadership is distinguished in organisations around the world. In the Western leadership literature, effective leadership appears to be correlated with organisational performance and profitability, subordinate extra effort and subordinate satisfaction with the leader. The Western literature also suggests that the measure of effective leadership at an individual level involve rating “by subordinates, superiors and peers and leaders themselves” (Eagly, Karau, & Makhijani, 1995, p. 128). However, there is limited knowledge and specific details of leadership characteristics that may constitute effective leadership practices outside the West, nor how universal the Western theories and models may be beyond the Western settings. There is a need to expand the existing knowledge and findings to understand whether Western leadership behaviours and practices are acceptable, appropriate or relevant in other cultures. In order to address this broad topic, the present paper will explore the perceptions of effective leadership in two diverse cultures of Malaysia and Australia. The middle managers in four industry types participated in the present research and the study found differences within and between female and male middle managers in both countries in terms of how leadership effectiveness is perceived and evaluated.
- Description: C1
- Description: 2003006153
- Authors: Jogulu, Uma , Wood, Glenice
- Date: 2008
- Type: Text , Journal article
- Relation: International Journal of Knowledge, Culture and Change Management Vol. 8, no. 1 (2008), p. 113-120
- Full Text:
- Reviewed:
- Description: This paper suggests that values, attitudes and behaviours are strongly culture specific. Therefore, it is contended that if culture exerts an influence in behaviours and attitudes of people it will be evident in the way leadership is perceived or traits of effective leadership is distinguished in organisations around the world. In the Western leadership literature, effective leadership appears to be correlated with organisational performance and profitability, subordinate extra effort and subordinate satisfaction with the leader. The Western literature also suggests that the measure of effective leadership at an individual level involve rating “by subordinates, superiors and peers and leaders themselves” (Eagly, Karau, & Makhijani, 1995, p. 128). However, there is limited knowledge and specific details of leadership characteristics that may constitute effective leadership practices outside the West, nor how universal the Western theories and models may be beyond the Western settings. There is a need to expand the existing knowledge and findings to understand whether Western leadership behaviours and practices are acceptable, appropriate or relevant in other cultures. In order to address this broad topic, the present paper will explore the perceptions of effective leadership in two diverse cultures of Malaysia and Australia. The middle managers in four industry types participated in the present research and the study found differences within and between female and male middle managers in both countries in terms of how leadership effectiveness is perceived and evaluated.
- Description: C1
- Description: 2003006153
Malaysian and Australian male and female middle managers
- Authors: Wood, Glenice , Jogulu, Uma
- Date: 2006
- Type: Text , Journal article
- Relation: The international journal of knowledge, Culture amd Change Management Vol. 6, no. 3 (2006), p. 109-119
- Full Text:
- Reviewed:
- Description: This paper outlines the rise of women in management worldwide, and considers why so few women achieve senior or executive management positions. This slow advance of women into senior roles is unexpected given that the changes in organisations today are believed to require more ‘feminine leadership’. A decrease in the emphasis on masculine characteristics for managers is reported, and a requirement that more ‘feminine leadership’ needs to be adopted by organisations in order to ensure their survival in the future (Powell, Butterfield & Parent, 2002, p.189). Recent empirical research reports that there are differences in leadership style between male and female managers, and the findings suggest that women exhibit more transformational leadership than their male counterparts, with this style being strongly equated with effective leadership (Eagly, Johannesen-Schmidt, van Engen, 2003). However, these findings are based on western research, and it may be that cross cultural research will yield a different picture (House, Hanges, Javidan, Dorfman, & Gupta, 2004). Leadership and leadership styles may be conceptualised differently in a more paternalistic society. To explore this possibility, a cross cultural study was conducted in Malaysia and Australia. It is hypothesised that countries that are paternalistic in cultural values will exhibit a stronger constraint on women in management roles, which may impact on workplace attitudes, aspirations for promotion and style of leadership exhibited. Therefore, it is possible that the career advancement of women may be more problematic for Malaysian managerial women than their Australian counterparts. Results from an initial pilot study in Malaysia and Australia are outlined, and highlight some interesting similarities and differences to what are reported in the western literature.
- Description: C1
- Description: 2003001775
- Authors: Wood, Glenice , Jogulu, Uma
- Date: 2006
- Type: Text , Journal article
- Relation: The international journal of knowledge, Culture amd Change Management Vol. 6, no. 3 (2006), p. 109-119
- Full Text:
- Reviewed:
- Description: This paper outlines the rise of women in management worldwide, and considers why so few women achieve senior or executive management positions. This slow advance of women into senior roles is unexpected given that the changes in organisations today are believed to require more ‘feminine leadership’. A decrease in the emphasis on masculine characteristics for managers is reported, and a requirement that more ‘feminine leadership’ needs to be adopted by organisations in order to ensure their survival in the future (Powell, Butterfield & Parent, 2002, p.189). Recent empirical research reports that there are differences in leadership style between male and female managers, and the findings suggest that women exhibit more transformational leadership than their male counterparts, with this style being strongly equated with effective leadership (Eagly, Johannesen-Schmidt, van Engen, 2003). However, these findings are based on western research, and it may be that cross cultural research will yield a different picture (House, Hanges, Javidan, Dorfman, & Gupta, 2004). Leadership and leadership styles may be conceptualised differently in a more paternalistic society. To explore this possibility, a cross cultural study was conducted in Malaysia and Australia. It is hypothesised that countries that are paternalistic in cultural values will exhibit a stronger constraint on women in management roles, which may impact on workplace attitudes, aspirations for promotion and style of leadership exhibited. Therefore, it is possible that the career advancement of women may be more problematic for Malaysian managerial women than their Australian counterparts. Results from an initial pilot study in Malaysia and Australia are outlined, and highlight some interesting similarities and differences to what are reported in the western literature.
- Description: C1
- Description: 2003001775
The role of leadership theory in raising the profile of women in management
- Authors: Jogulu, Uma , Wood, Glenice
- Date: 2006
- Type: Text , Journal article
- Relation: Equal opportunities international Vol. 25, no. 4 (2006), p. 236-250
- Full Text:
- Reviewed:
- Description: To consider how leadership theories have helped or hindered raising the profile of women in management and leadership roles. The paper reviews the major leadership theories, and links these to a timeframe to illustrate how women were not visible in a management context until relatively recently. Such an omission may have contributed to the continuing low numbers of women who advance to senior management and leadership roles.
- Description: C1
- Description: 2003001718
- Authors: Jogulu, Uma , Wood, Glenice
- Date: 2006
- Type: Text , Journal article
- Relation: Equal opportunities international Vol. 25, no. 4 (2006), p. 236-250
- Full Text:
- Reviewed:
- Description: To consider how leadership theories have helped or hindered raising the profile of women in management and leadership roles. The paper reviews the major leadership theories, and links these to a timeframe to illustrate how women were not visible in a management context until relatively recently. Such an omission may have contributed to the continuing low numbers of women who advance to senior management and leadership roles.
- Description: C1
- Description: 2003001718
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